This document outlines different aspects of performance appraisal systems including definitions, importance, processes, methods, barriers, and limitations. It discusses the purposes of performance appraisal including development, feedback, administrative decisions around salary, promotion, retention and termination. Common methods described are ranking, paired comparison, forced distribution, graphic rating scales, MBO, BARS, assessment centers, and 360-degree/multi-rater feedback. Barriers mentioned include personal bias, lack of uniform standards, and stress on the individual rather than performance.

1. Company
LOGO
Prof. Preeti Bhaskar
Symbiosis Centre for Management Studies, NOIDA

2. Company
LOGO
• Meaning and definition
• Importance
• Performance Appraisal Process
• Methods of performance Appraisal
• Barriers in performance appraisal
Chapter Outline

3. General Goals Specific Goals
Developmental Use Individual needs
Performance feedback
Transfers and Placements
Strengths and Development needs
Administrative
Decisions / Uses
Salary
Promotion
Retention / Termination
Recognition
Lay offs
Poor Performers identification
Organizational
Maintenance
HR Planning
Training Needs
Organizational Goal achievements
Goal Identification
HR Systems Evaluation
Reinforcement of organizational
needs
Documentation Validation Research
For HR Decisions
Legal Requirements

4. Performance is an objective
assessment of an individual’s
performance against well defined
benchmarks.

5. In your
company …
• WHY is performance measured?
(use)
• WHAT is measured? (criteria)
• HOW is it measured?
(performance appraisal formats)
• WHO measures performance?
(sources of information)
• WHEN is it measured? (timing)
What’s in your performance
evaluation system?

6. Performance Appraisal
According to Edwin Flippo,
"Performance Appraisal is the systematic, periodic and
impartial rating of an employee's excellence, in matters
pertaining to his present job and his potential for a better
job.“
According to Dale Beach,
"Performance Appraisal is the systematic evaluation of the individual
with regards to his or her performance on the job and his potential for
development."

7. Enhances motivation & productivity
Assists in validation studies
Detects problems
Helps evaluate change efforts
Provides basis for making decisions
 Differentiates employees in job-related areas
 Helps ensure legal compliance
Why Is Performance Measured?

8. What Is Measured?
Criteria
 Dimensions against which performance is
evaluated
 Job analysis is important!
Trait-based criteria
Behavioral Criteria
Results Criteria
Multiple Criteria
Assigning weights

9. Who Measures Performance?
 “Gadgets” – Electronic
 Supervisors
 Yourself
 Peers
 Subordinates (Upward)
 Customers
 Multiple (360)

10. When Is Performance Measured?
Base timing on
organization’s strategy
Typical times include:
 Focal-point (everyone
at same time)
 Anniversary
How frequently?

11. Purpose / Uses
 Identify employees who are eligible for salary increase.
 Generate data to take personnel decisions such as promotion, transfer and
lay-off or termination decision.
 Determine the training and development needs of the employees. Validate
the selection process.
 To measure whether standards laid down has been achieved by the
employees or not.
 Estimate the future requirement of work force.
 Helps to recognize potential of promising employees.
 Performance appraisal also helps in motivating employees by providing feed
back about their level of performance. 11

12. Methods of Performance Appraisal
(1) Ranking Method
(2) Paired Comparison Method
(3) Forced Distribution
(4) Forced Choice Method
(5) Check List Method
(6) Critical Incident Method
(7) Graphic Rating Scale
(8) Essay Method
(9) Field Review Method
(10) Confidential Report
(11) Person-to-Person Method
Traditional method
(1) MBO
(2) BARS
(3) Assessment Centers
(4) 360o Appraisal
(5) 720o Appraisal
(5) Cost Accounting
Method
Modern method

13. Paired Comparison Method :
Example.
 If the following five students Ashok (A), Bina (B), Chitra (C), Dinesh (D),
Eille (E) have to be evaluated for the best student award, the total
number of comparison would be = 10
 A with B
 A with C B with C
 A with D B with D C with D
 A with E B with E C with E D with E
The number of times a student gets a better score, would be the basis for
selecting the Best Student. This method is not appropriate if a large number
of students are required to be evaluated.

14. Graphic Rating Scale

15. (c) Forced Distribution Method :
 This technique was contributed by Joseph Tiffin. The method
operates under the assumption that an employee's
performance can be plotted in a bell-shaped curve.
Here 10% of the employees are
given excellent grade, 20% are
given good grade, 40% are given
the average grade, next 20% are
given the below average grade
and last 10% are given
unsatisfactory grade.

16. (d) Forced Choice Method :
This method was contributed by J.P. Guilford. Here, an evaluator
rates an employee on the basis of a group of statements. These
statements are a combination of positive and negative statements
and are arranged in blocks of two or more. The rater is required to
identify the most or least descriptive statement pertaining to an
employee.
For example :
(1) Provides clear guidance to employees.
(2) Can be depended to complete the assignment on hand.
(3) Is reliable and trustworthy.
(4) Is partial to some employees

17.  (e) Check-list Method :
 The main purpose of this method is to reduce the evaluator's burden of
rating the employee. In this method a dichotomous questionnaire (A
question with two answer choices namely `Yes' or `No') is used. A rater is
required to put a tick mark against the respective column.
 This questionnaire is prepared and scored by the HR department. The main
disadvantage of this method is the rater is not given the flexibility to add or
delete the statements. A typical check list is given below :
Table 3 : Check list for Students
 (1) Is the student regular
 (2) Is he/she disciplined
 (3) Does he/she complete the assignment on time
 (4) Does he/she participate in extra-curricular activities
`Yes' or `No'
`Yes' or `No') `Yes' or `No') `Yes' or `No')
`Yes' or `No'
`Yes' or `No'
`Yes' or `No'

18. Graphic or Linear Rating Scale :
(i) Employee Characteristics (includes factors such as initiative, leadership,
dependability, attitude, loyalty, creative ability, analytical ability etc.)
(ii) Employee Contribution (includes factors such as Quantity and Quality of
work, Specific goals achieved, regularity, attitude and approach towards
supervisors and colleagues, etc.)
The following table highlights a typical graphic rating scale:
(1) Quality of Work
Unsatisfactory Satisfactory Sometimes Consistently
Superior
(2) Dependability
Requires Requires Very little No
Constant Occasional Supervision Supervision
Supervision follow-up

19. According to George S. Odiorne, MBO can be described as
"a process whereby the superior and the immediate subordinate of an
organisation jointly identify the common goals, define each individual's major
areas of responsibility in terms of results expected of him and use these
measures as guides for operating the unit and assessing the contribution of
each of its members."
MBO (Management by Objective or Joint Target
Setting)
In this method emphasis is laid on stating objectives for Key Result Areas (KRAs) in
Quantifiable terms. For example, in case of Research and Development department,
objective is stated in the following terms. i.e. to design a new product by 31st March,
2005.
MBO is used as a performance appraisal technique, as it is easy to measure whether
the stated objectives have been achieved or not.

20.  In this method the employee's behaviour and performance dimensions are
analysed and used for evaluating the performance of the employee. The HR
department is involved in the process of preparing the BARS. Based on the
Employee's performance and behaviour, employees are anchored in
different slots of good, average and poor. The rater is required to give
corresponding ratings to the employee.
BARS (Behaviorally Anchored Rating Scale)

21. (c) Assessment Centres :
This method is mainly used to evaluate executive and
supervisory potential. Here employees are taken to a place
away from work and a series of tests and exercises are
administered.
For example, assesses are asked to participate in; in-basket
exercise, simulations, group exercise and role plays.
Performance of the employee is evaluated in each of these
tests and feedback is provided to the ratee, in terms of
strengths and weaknesses.

22. 22
(d) 360o Appraisal Method :
Where multiple raters are involved in evaluating performance, the
technique is called 360-degree appraisal.
The 360-degree technique is understood as systematic collection
of performance data on an individual or a, group derived from a
number of stakeholders—the stakeholders being the immediate,
team members customers peers and self.
In this method an employee's performance is evaluated by his
supervisor, subordinates, peers and customers (or an outside
expert).
All these appraisers provide information or feedback by
completing a questionnaire designed for this purpose.

23. The 360-degree degree appraisal provides a broader
perspective about an employee’s performance. In
addition, the technique facilitates greater self-
development of the employee.
It enables an employee to compare his evaluation
about self with perceptions of others. Though this
method was developed to bring about a degree of
objectivity, it still suffers from subjectivity.

24. 24
 (e) Cost Accounting Method :
This method evaluates an employee's performance
in relation to the contribution of an employee in
monetary terms. Here the rater evaluates the
employee in terms of cost of retaining the
employee and the benefits the organisation derives
from him/her. The following factors are taken into
account in this method :
(1) Cost of training the employee.
(2) Quality of product or service rendered.
(3) Accidents, damages, errors, spoilage,
wastages, etc.
(4) The time spent in appraising the employee.

25. Limitations of Performance Appraisal
Personal Bias
Halo Effect
Horn Effect
Lack of Uniform Standards.
Appropriate Appraisal Technique
Wrong Appraisal by Superiors
stress on Individual and not on Performance
Central Tendency
Lack of Importance to Self-Development :
Lack of Communication and Participation with Employees :
Time-Consuming and Huge Paperwork.